7Dear All, I had made an HR policy for our company and now the Board members want me to make presentation on the same. Kindly advise on what needs to be covered in order for the presentation to be effective
From Uganda
Hi Sunita, so whats a big deal? They dont just want you to make a presentation but actually want to see what Policy (HR Work System, Rules & Regulations) you have in the organization effective to both Employees and Employer. And you have to give them the required in the form of Presentation. You just need to use your present HR Policy heads and updated data wisely in presentation.
Also you need to talk to your seniors and discuss on the same with your team as well as the department heads for present findings, needs and for required changes or that you have adopted/ developed in your organization recently but there is no need to worry about anything.
Do not take them as Board of Directors but your seniors who are just willing to get the system and efficiency of HR department and your work style. But you have to do this job with quality.
From India, Gurgaon
Also you need to talk to your seniors and discuss on the same with your team as well as the department heads for present findings, needs and for required changes or that you have adopted/ developed in your organization recently but there is no need to worry about anything.
Do not take them as Board of Directors but your seniors who are just willing to get the system and efficiency of HR department and your work style. But you have to do this job with quality.
From India, Gurgaon
Hi Sid, Please find the contents of the HR Policy. Would appreciate if you could let me know if there is anything that has to be added.
1. FOREWORD 6
2. OBJECTIVES OF THE MANUAL 7
3. HR POLICY 8
4. HR VISION 8
5. VALUES AND CULTURE OF THE ORGANISATION 8
6. CORPORATE PHILOSOPHY 9
7. RECRUITMENT AND SELECTION 12
7.1 TYPE OF EMPLOYEES 12
7.2 RECRUITMENT SOURCES 13
7.3 EMPLOYEE REFERRALS 13
7.4 EMPLOYMENT OF RELATIVES 13
7.5 REFERENCE CHECKS 14
7.6 SHORTLISTING OF CANDIDATES 14
7.7 SALARY POLICIES 14
7.8 OFFER OF APPOINTMENT AND ACCEPTANCE 14
7.9 STANDARD EMPLOYMENT PROCEDURES 15
7.10 PROBATION 16
7.11 APPOINTING INTERNSHIP / PLACEMENT / TRAINEES 17
7.12 APPOINTMENT OF CASUAL / TEMPORARY WORKERS 17
8. TRANSFERS 18
9. RECORDING OF ATTENDANCE 18
9.1. POLICY 18
9.2. WORK TIMINGS 19
9.3. PUNCTUALITY 19
10. UNIFORM AND DRESS CODE 20
11. FOOD & TEA 21
12. TELECOMMUNICATION 22
13. TRAVEL & TOUR 23
14. LEAVE 24
14.1 OPERATIONAL VARIATIONS 24
14.2 ANNUAL LEAVE 24
14.3 SICK LEAVE 24
14.4 MATERNITY LEAVE 24
14.5 UNPAID LEAVE 24
14.6 HALF DAY LEAVE 24
14.7 PUBLIC HOLIDAYS 24
14.8 PAYMENT IN LIEU OF LEAVE. 24
15. MEDICAL 28
16. COMPETENCY & SKILL DEVELOPMENT 29
16.1 TRAINING NEEDS ASSESSMENT. 29
16.2 TRAINING FEEDBACK 29
17. STAFF PERFORMANCE APPRAISAL 29
17.1 APPRAISAL PROCEDURE 29
17.2 ACTIONS RESULTING FROM PERFORMANCE APPRAISALS 29
18. PROMOTION 29
19. LOAN FACILITY 29
19.1 LOANS FROM THE COMPANY 29
19.2 EMPLOYEE LOANS FROM THE BANK 29
20. SALARY 29
20.1 SALARY ADMINISTRATION 29
20.2 SALARY ADVANCE 29
20.3 COST OF LIVING ADJUSTMENTS 29
20.4 MARKET INCREASES 29
21. REWARDS & RECOGNITIONS 29
21.1 MONETARY AWARDS 29
21.2 NON–MONETARY AWARDS 29
21.3 TYPES OF EMPLOYEE RECOGNITION 29
21.3.1 A PLANNED EMPLOYEE RECOGNITION 29
21.3.2 IMMEDIATE EMPLOYEE RECOGNITION 29
21.4 LEVELS OF EMPLOYEE REWARDS & RECOGNITION 29
21.4.1 LEVEL - ONE 29
21.4.2 LEVEL - TWO 29
21.4.3 LEVEL - THREE 29
21.5 MANAGEMENT RESPONSIBILITY 29
22. DISCIPLINE MANAGEMENT 29
22.1 DISCRIMINATION & HARASSMENT POLICY 29
22.2 HARASSMENT 29
22.2.1 DEFINITION 29
22.2.2 PROHIBITIVE CONDUCT 29
22.2.3 EXCEPTIONS 29
22.3 DISCRIMINATION 29
22.3.1 DEFINITION 29
22.3.2 HIGHLIGHTING POINTS 29
22.4 GUIDELINES FOR FORMULATION OF GRIEVANCE REDRESSAL COMMITTEE 29
22.5 MAINTENANCE OF POSITIVE DISCIPLINE IN THE COMPANY 29
22.5.1 MISCONDUCT 29
23. TERMINATION OF SERVICE 29
23.1 NOTICE PERIOD 29
23.2 VOLUNTARY TERMINATION 52
23.3 TERMINATION DUE TO UNFORESEEN CIRCUMSTANCES 52
23.4 INVOLUNTARY TERMINATION FOR CAUSE 53
23.5 SUMMARY DISMISSAL WITHOUT PAYMENT 53
23.6 TERMINATION ON MEDICAL GROUNDS / DEATH 54
23.7 TERMINATION PROCEDURES 54
23.8 FULL & FINAL SETTLEMENT 55
24. UPDATE OF PERSONAL DATA 56
25. OFFICE INFRASTRUCTURE 57
26. INFORMATION TECHNOLOGY USAGE 58
26.1 USAGE OF LAPTOPS & COMPUTERS 59
26.2 USAGE OF INTERNET 60
26.3 USAGE OF OUTLOOK 60
26.4 SOFTWARE USAGE 62
27. COMMUNICATION 63
28. SECURITY & VIGILANCE 64
29. ADHERENCE TO POLICIES 65
From Uganda
1. FOREWORD 6
2. OBJECTIVES OF THE MANUAL 7
3. HR POLICY 8
4. HR VISION 8
5. VALUES AND CULTURE OF THE ORGANISATION 8
6. CORPORATE PHILOSOPHY 9
7. RECRUITMENT AND SELECTION 12
7.1 TYPE OF EMPLOYEES 12
7.2 RECRUITMENT SOURCES 13
7.3 EMPLOYEE REFERRALS 13
7.4 EMPLOYMENT OF RELATIVES 13
7.5 REFERENCE CHECKS 14
7.6 SHORTLISTING OF CANDIDATES 14
7.7 SALARY POLICIES 14
7.8 OFFER OF APPOINTMENT AND ACCEPTANCE 14
7.9 STANDARD EMPLOYMENT PROCEDURES 15
7.10 PROBATION 16
7.11 APPOINTING INTERNSHIP / PLACEMENT / TRAINEES 17
7.12 APPOINTMENT OF CASUAL / TEMPORARY WORKERS 17
8. TRANSFERS 18
9. RECORDING OF ATTENDANCE 18
9.1. POLICY 18
9.2. WORK TIMINGS 19
9.3. PUNCTUALITY 19
10. UNIFORM AND DRESS CODE 20
11. FOOD & TEA 21
12. TELECOMMUNICATION 22
13. TRAVEL & TOUR 23
14. LEAVE 24
14.1 OPERATIONAL VARIATIONS 24
14.2 ANNUAL LEAVE 24
14.3 SICK LEAVE 24
14.4 MATERNITY LEAVE 24
14.5 UNPAID LEAVE 24
14.6 HALF DAY LEAVE 24
14.7 PUBLIC HOLIDAYS 24
14.8 PAYMENT IN LIEU OF LEAVE. 24
15. MEDICAL 28
16. COMPETENCY & SKILL DEVELOPMENT 29
16.1 TRAINING NEEDS ASSESSMENT. 29
16.2 TRAINING FEEDBACK 29
17. STAFF PERFORMANCE APPRAISAL 29
17.1 APPRAISAL PROCEDURE 29
17.2 ACTIONS RESULTING FROM PERFORMANCE APPRAISALS 29
18. PROMOTION 29
19. LOAN FACILITY 29
19.1 LOANS FROM THE COMPANY 29
19.2 EMPLOYEE LOANS FROM THE BANK 29
20. SALARY 29
20.1 SALARY ADMINISTRATION 29
20.2 SALARY ADVANCE 29
20.3 COST OF LIVING ADJUSTMENTS 29
20.4 MARKET INCREASES 29
21. REWARDS & RECOGNITIONS 29
21.1 MONETARY AWARDS 29
21.2 NON–MONETARY AWARDS 29
21.3 TYPES OF EMPLOYEE RECOGNITION 29
21.3.1 A PLANNED EMPLOYEE RECOGNITION 29
21.3.2 IMMEDIATE EMPLOYEE RECOGNITION 29
21.4 LEVELS OF EMPLOYEE REWARDS & RECOGNITION 29
21.4.1 LEVEL - ONE 29
21.4.2 LEVEL - TWO 29
21.4.3 LEVEL - THREE 29
21.5 MANAGEMENT RESPONSIBILITY 29
22. DISCIPLINE MANAGEMENT 29
22.1 DISCRIMINATION & HARASSMENT POLICY 29
22.2 HARASSMENT 29
22.2.1 DEFINITION 29
22.2.2 PROHIBITIVE CONDUCT 29
22.2.3 EXCEPTIONS 29
22.3 DISCRIMINATION 29
22.3.1 DEFINITION 29
22.3.2 HIGHLIGHTING POINTS 29
22.4 GUIDELINES FOR FORMULATION OF GRIEVANCE REDRESSAL COMMITTEE 29
22.5 MAINTENANCE OF POSITIVE DISCIPLINE IN THE COMPANY 29
22.5.1 MISCONDUCT 29
23. TERMINATION OF SERVICE 29
23.1 NOTICE PERIOD 29
23.2 VOLUNTARY TERMINATION 52
23.3 TERMINATION DUE TO UNFORESEEN CIRCUMSTANCES 52
23.4 INVOLUNTARY TERMINATION FOR CAUSE 53
23.5 SUMMARY DISMISSAL WITHOUT PAYMENT 53
23.6 TERMINATION ON MEDICAL GROUNDS / DEATH 54
23.7 TERMINATION PROCEDURES 54
23.8 FULL & FINAL SETTLEMENT 55
24. UPDATE OF PERSONAL DATA 56
25. OFFICE INFRASTRUCTURE 57
26. INFORMATION TECHNOLOGY USAGE 58
26.1 USAGE OF LAPTOPS & COMPUTERS 59
26.2 USAGE OF INTERNET 60
26.3 USAGE OF OUTLOOK 60
26.4 SOFTWARE USAGE 62
27. COMMUNICATION 63
28. SECURITY & VIGILANCE 64
29. ADHERENCE TO POLICIES 65
From Uganda
Dear Sunita
What happened to Resignation and Retirement.
Especially you can plan in advance for retirement cases but for resignation and termination on disciplinary cases you cannot predict anything in advance hence the F&F Settlement period must be given judiciously.
What is the facility being arranged for Staff. Have you planning for Accommodation, Transport Arrangement etc.
You can look into those aspect.
From India, Kumbakonam
What happened to Resignation and Retirement.
Especially you can plan in advance for retirement cases but for resignation and termination on disciplinary cases you cannot predict anything in advance hence the F&F Settlement period must be given judiciously.
What is the facility being arranged for Staff. Have you planning for Accommodation, Transport Arrangement etc.
You can look into those aspect.
From India, Kumbakonam
Dear Sunita,
Here's my suggestion, make a snapshot of these and include the vital information related to each policy. Please identify the core message from each of them with any specification such as a legal standards to be maintained and escalation matrix to be followed.
Your presentation should give them a brief over view , yet exact information about the policies. The handbook would have all the details, hence you can consider to include the page number to the policy, as a reference, in the footnote.
Prepare for the business implication of each policy, such as, if there is a leave policy that shares 36 days of annual earned leaves implies, 2.5 days earned each month. This would be credited at the end of the month and can be availed from the existing balance. This will have a direct impact on the work allocation, as the business leaders may need to maintain a buffer in the talent pool , in-case an employee avails the balance leaves.
Keep an open forum to discuss , as the leaders will have far more views and inputs to the challenges or any requirement to the structure you have made. Call it Version 1.1 or whichever, but stay focused on the live feedback you receive. Reach out for the inputs from the operation's team. Suppose you may have designed for a payslip to be distributed by 10 or 15th of the month. Whereas , they may find it easy to receive it on mail with a disclaimer, right on the salary day. Hard copies can be collected on request, if required by them. Same for Sodexho passes or food coupons, if you have designed for them.
Wish to hear from you, before we can make more suggestions
From India, Mumbai
Here's my suggestion, make a snapshot of these and include the vital information related to each policy. Please identify the core message from each of them with any specification such as a legal standards to be maintained and escalation matrix to be followed.
Your presentation should give them a brief over view , yet exact information about the policies. The handbook would have all the details, hence you can consider to include the page number to the policy, as a reference, in the footnote.
Prepare for the business implication of each policy, such as, if there is a leave policy that shares 36 days of annual earned leaves implies, 2.5 days earned each month. This would be credited at the end of the month and can be availed from the existing balance. This will have a direct impact on the work allocation, as the business leaders may need to maintain a buffer in the talent pool , in-case an employee avails the balance leaves.
Keep an open forum to discuss , as the leaders will have far more views and inputs to the challenges or any requirement to the structure you have made. Call it Version 1.1 or whichever, but stay focused on the live feedback you receive. Reach out for the inputs from the operation's team. Suppose you may have designed for a payslip to be distributed by 10 or 15th of the month. Whereas , they may find it easy to receive it on mail with a disclaimer, right on the salary day. Hard copies can be collected on request, if required by them. Same for Sodexho passes or food coupons, if you have designed for them.
Wish to hear from you, before we can make more suggestions
From India, Mumbai
Dear Ms. Sunita,
You have done a great job. Infact, you had designed a system.
Kindly email me your HR POLICY. Will prepare a presentation for you.
Delivering a presentation is a great skill. The presenter need to focus on the information projected and audience background and their standards.
With profound regards
From India, Chennai
You have done a great job. Infact, you had designed a system.
Kindly email me your HR POLICY. Will prepare a presentation for you.
Delivering a presentation is a great skill. The presenter need to focus on the information projected and audience background and their standards.
With profound regards
From India, Chennai
Dear all,
As I just started my carrer as a HR and its new corporate industry as well so all the responsibility is on my shoulder so i need the help from you all, that how should I make the HR policies and what are the rules and regulations I need to tell to the employees as its a 50 seater organisation.
Thanks & Regards
Naina pathak
HR
From India, Delhi
As I just started my carrer as a HR and its new corporate industry as well so all the responsibility is on my shoulder so i need the help from you all, that how should I make the HR policies and what are the rules and regulations I need to tell to the employees as its a 50 seater organisation.
Thanks & Regards
Naina pathak
HR
From India, Delhi
hello everyone, as i have newly joined a company. they have staff of only 10-15 staff member. please advise what are the basis hr policy which i can introduce as being as HR Kindly guide Mamta
From India, New Delhi
From India, New Delhi
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How to write HR policy.pdf